* 4.1 Asian economic downturn
* 4.2 Vehicle defect cover-up
* 4.3 0–0–0
* 4.4 End of Australian production
* 4.5 End of European production
* 4.6 End of North American production
* 4.7 Fuel mileage scandal

Mitsubishi's automotive origins date back to 1917, when the
MitsubishiMitsubishi Shipbuilding Co., Ltd. introduced the
MitsubishiMitsubishi Model A ,
Japan's first series-production automobile. An entirely hand-built
seven-seater sedan based on the _
FiatFiat Tipo 3 _, it proved expensive
compared to its American and European mass-produced rivals, and was
discontinued in 1921 after only 22 had been built.

In 1934,
MitsubishiMitsubishi Shipbuilding was merged with the Mitsubishi
AircraftAircraft Co., a company established in 1920 to manufacture aircraft
engines and other parts. The unified company was known as Mitsubishi
Heavy Industries (MHI), and was the largest private company in Japan.
MHI concentrated on manufacturing aircraft , ships , railroad cars and
machinery, but in 1937 developed the PX33 , a prototype sedan for
military use. It was the first Japanese-built passenger car with
full-time four-wheel drive , a technology the company would return to
almost fifty years later in its quest for motorsport and sales
success. A 1937
MitsubishiMitsubishi PX33 on display at the Mondial de
l\'
AutomobileAutomobile in September 2006.

POST-WAR ERA

Immediately following the end of the
Second World WarSecond World War , the company
returned to manufacturing vehicles. Fuso bus production resumed, while
a small three-wheeled cargo vehicle called the Mizushima and a scooter
called the Silver Pigeon were also developed. However, the _zaibatsu _
(Japan's family-controlled industrial conglomerates) were ordered to
be dismantled by the Allied powers in 1950, and
MitsubishiMitsubishi Heavy
Industries was split into three regional companies, each with an
involvement in motor vehicle development: West
JapanJapan Heavy-Industries,
Central
JapanJapan Heavy-Industries, and East
JapanJapan Heavy-Industries.

East
JapanJapan Heavy-Industries began importing the
Henry J , an
inexpensive American sedan built by
Kaiser Motors , in knockdown kit
(CKD) form in 1951, and continued to bring them to
JapanJapan for the
remainder of the car's three-year production run. The same year,
Central
JapanJapan Heavy-Industries concluded a similar contract with
WillysWillys (now owned by Kaiser) for CKD-assembled Jeep CJ-3Bs . This deal
proved more durable, with licensed
MitsubishiMitsubishi Jeeps in production
until 1998, thirty years after
WillysWillys themselves had replaced the
model.

By the beginning of the 1960s Japan's economy was gearing up; wages
were rising and the idea of family motoring was taking off. Central
JapanJapan Heavy-Industries, now known as Shin
MitsubishiMitsubishi Heavy-Industries,
had already re-established an automotive department in its
headquarters in 1953. Now it was ready to introduce the
MitsubishiMitsubishi 500
, a mass market sedan , to meet the new demand from consumers. It
followed this in 1962 with the Minica kei car and the _Colt 1000_, the
first of its Colt line of family cars, in 1963. In 1964, Mitsubishi
introduced its largest passenger sedan, the
MitsubishiMitsubishi Debonair as a
luxury car primarily for the Japanese market, and was used by senior
MitsubishiMitsubishi executives as a company car.

The logo of three red diamonds, shared with over forty other
companies within the _keiretsu_, predates
MitsubishiMitsubishi Motors itself by
almost a century. It was chosen by
Iwasaki Yatarō , the founder of
MitsubishiMitsubishi , as it was suggestive of the emblem of the Tosa Clan who
first employed him, and because his own family crest was three
rhombuses stacked atop each other. The name _Mitsubishi_ (三菱)
consists of two parts: "_mitsu_" meaning "three" and "_hishi_" (which
becomes "_bishi_" under rendaku ) meaning "water caltrop " (also
called "water chestnut"), and hence "rhombus ", which is reflected in
the company's logo ..

CHRYSLER CONNECTION

1970S

Part of Mr. Kubo's expansion strategy was to increase exports by
forging alliances with well-established foreign companies. Therefore,
in 1971 MHI sold U.S. automotive giant
ChryslerChrysler a 15 percent share in
the new company. Thanks to this deal,
ChryslerChrysler began selling the
Galant in the
United StatesUnited States as the
Dodge Colt (which was the first
rebadged
MitsubishiMitsubishi product sold by Chrysler), pushing MMC's annual
production beyond 250,000 vehicles. In 1977, the Galant was sold as
the
ChryslerChrysler Sigma in Australia. A 1973
MitsubishiMitsubishi Galant , the
basis for the company's first captive import deal with Chrysler.

By 1977, a network of "Colt"-branded distribution and sales
dealerships had been established across Europe, as
MitsubishiMitsubishi sought
to begin selling vehicles directly. Annual production had by now grown
from 500,000 vehicles in 1973 to 965,000 in 1978, when
ChryslerChrysler began
selling the Galant as the
Dodge ChallengerDodge Challenger and the
Plymouth Sapporo .
However, this expansion was beginning to cause friction;
ChryslerChrysler saw
their overseas markets for subcompacts as being directly encroached by
their Japanese partners, while MMC felt the Americans were demanding
too much say in their corporate decisions.

1980S

MitsubishiMitsubishi finally achieved annual production of one million cars in
1980, but by this time its ally was not so healthy; As part of its
battle to avoid bankruptcy ,
ChryslerChrysler was forced to sell its
Australian manufacturing division to MMC that year. The new Japanese
owners renamed it
MitsubishiMitsubishi Motors Australia Ltd (MMAL).

In 1982, the
MitsubishiMitsubishi brand was introduced to the American market
for the first time. The Tredia sedan , and the Cordia and Starion
coupés , were initially sold through seventy dealers in 22 states,
with an allocation of 30,000 vehicles between them. This quota ,
restricted by mutual agreement between the two countries' governments,
had to be included among the 120,000 cars earmarked for Chrysler.
Toward the end of the 1980s, as MMC initiated a major push to increase
its U.S. presence, it aired its first national television advertising
campaign, and made plans to increase its dealer network to 340
dealers.

In 1986
MitsubishiMitsubishi reached an agreement with Liuzhou Automotive to
assemble their Minicab kei van and truck there, making
MitsubishiMitsubishi the
third Japanese manufacturer (after
DaihatsuDaihatsu and
SuzukiSuzuki ) to begin
assembly in China. Before receiving government approval for this
project,
MitsubishiMitsubishi had had to express contrition over "defective"
MitsubishiMitsubishi trucks imported to China in 1984 and 1985. By 1989,
Mitsubishi's worldwide production, including its overseas affiliates,
had reached 1.5 million units.

Despite the ongoing tensions between
ChryslerChrysler and Mitsubishi, they
agreed to unite in a vehicle manufacturing operation in Normal,
Illinois . The 50/50 venture provided a way to circumvent the
voluntary import restrictions, while providing a new line of compact
and subcompact cars for Chrysler.
Diamond-Star Motors (DSM)—from the
parent companies' logos: three _diamonds_ (Mitsubishi) and a
penta_star_ (Chrysler)—was incorporated in October 1985, and in
April 1986 ground was broken on a 1.9 million square-foot (177,000
m²) production facility. In 1987, the company was selling 67,000 cars
a year in the U.S., but when the plant was completed in March 1988 it
offered an annual capacity of 240,000 vehicles. Initially, three
platform-sharing compact 2+2 coupés were released, the Mitsubishi
Eclipse ,
Eagle Talon and
Plymouth LaserPlymouth Laser , with other models being
introduced in subsequent years.

Hirokazu Nakamura became president of
MitsubishiMitsubishi in 1989 and steered
the company in some promising directions, with the advent of the
Japanese asset price bubble "market correction " that led to the Lost
Decade as a result of the
Plaza Accord agreement signed in 1985. Sales
of the company's new Pajero were bucking conventional wisdom by
becoming popular even in the crowded streets of Japan.

It was heavily rumored by Japanese media, in 1992 and 1993, that
MitsubishiMitsubishi Motors intended a hostile acquisition of
HondaHonda . While
MitsubishiMitsubishi was riding high off of profitable vehicles such as the
Diamante and Pajero,
HondaHonda was caught off-guard with the
SUV and truck
boom and was losing focus after the illness and later death of its
founder . However,
HondaHonda CEO
Nobuhiko Kawamoto took drastic steps,
such as exiting Formula 1 and discontinuing unprofitable vehicles to
avert a
MitsubishiMitsubishi takeover, which proved effective.

Although sales of SUVs and light trucks were booming in the U.S.,
Japan's car manufacturers dismissed the idea that such a trend could
occur in their own country. Nakamura, however, increased the budget
for sport utility product development, and his gamble paid off;
Mitsubishi's wide line of four-wheel drive vehicles, from the
MitsubishiMitsubishi Pajero Mini kei car to the Delica Space Gear passenger van,
rode the wave of SUV-buying in
JapanJapan in the early to mid-1990s, and
MitsubishiMitsubishi saw its overall domestic share rise to 11.6 percent in
1995.

INDEPENDENCE

In 1991,
ChryslerChrysler sold its equity stake in
Diamond-Star Motors to its
partner, and from then on they continued to share components and
manufacturing on a contractual basis only.
ChryslerChrysler decreased its
interest in
MitsubishiMitsubishi Motors to less than three percent in 1992, and
announced its decision to divest itself of all its remaining shares on
the open market in 1993. The two companies then terminated their close
alliance with Chrysler. With DMS, and
MitsubishiMitsubishi no longer supplying
parts for engines and transmissions for Chrysler.

OTHER ALLIANCES

VOLVO

MitsubishiMitsubishi participated in a joint venture with rival car-maker Volvo
and the Dutch government at the former DAF plant in Born in 1991. The
operation, branded
NedCarNedCar , began producing the first generation
MitsubishiMitsubishi Carisma alongside the
VolvoVolvo S40/V40 in 1996. The factory
later produced the latest
MitsubishiMitsubishi Colt and the related Smart
Forfour (partner Daimler
ChryslerChrysler cancelled its production in 2006).
Production of European market-bound
MitsubishiMitsubishi Outlanders , and badge
engineered versions of this vehicle, were also manufactured in the
Netherlands until 2012, when the company sold the plant to the Dutch
coach manufacturer
VDL Groep .

Two further ties were established between the companies in 2008,
first with the establishment of a jointly owned production facility in
Kaluga which will manufacture up to 160,000 Outlander-based SUVs for
the fast-growing Russian market. They are also collaborating in the
research and development of electric powertrains for small urban
vehicles. Japanese newspaper _Nikkei _ claims that Peugeot Citroën
will sell the electric city car
MitsubishiMitsubishi i MiEV in Europe by 2011.

VOLKSWAGEN

In Europe,
MitsubishiMitsubishi Motors used diesel engines supplied by the
German manufacturer
VolkswagenVolkswagen for some of its mid-sized cars, such
as the Lancer , Grandis , and Outlander . From 2010, they were
superseded with Mitsubishi's own developed 4N1 diesel engine.

COLT AND LONSDALE

The Colt name appears frequently in Mitsubishi's history since its
introduction as a rear-engined 600cc sedan in the early 1960s. Today,
it most commonly refers to the
MitsubishiMitsubishi Colt subcompact in the
company's line-up, but is also the name of MMC's import/distribution
company in the United Kingdom, the
Colt Car Company , established in
1974. For the first decade of its existence, before Far Eastern auto
manufacturers had established their reputations, its cars carried the
"Colt" badge in Britain instead of "Mitsubishi".

Malaysian manufacturer Proton was initially very dependent on
MitsubishiMitsubishi Motors, only assembling their 1985
Proton Saga using MMC
components at a newly established facility in
Shah Alam . Subsequent
models like the Wira and Perdana were based on the Lancer /Colt and
Galant/Eterna respectively, before the company finally produced
entirely self-developed vehicles, the Waja in 2001, and the Proton
Gen-2 in 2004. At its peak, the car maker controlled 75 percent of its
domestic market, even after
MitsubishiMitsubishi ended their 22-year partnership
in 2005, selling their 7.9 percent stake for RM 384 million to
Khazanah Nasional BerhadKhazanah Nasional Berhad . However, in October 2008, Proton renewed
its technology transfer agreements with MMC, and the Proton Inspira
(the
Proton Waja replacement) is to be based on the
MitsubishiMitsubishi Lancer
platform and official launched on 10 November 2010.

HYUNDAI

South Korean manufacturer Hyundai , built the
Hyundai Pony in 1975
using MMC's Saturn engine and transmissions. Korea's first car, it
remained in production for thirteen years.
MitsubishiMitsubishi held up to a 10
percent stake in the company, until disposing of the last of its
remaining shares in March 2003.

MitsubishiMitsubishi Motors maintained two retail sales channels that sold
specific models, called "Car Plaza" and "Galant Shop". Certain models
were exclusive to either channel, while some models were available at
both channels, as required by local Japanese market conditions. More
recently, due to cancellation of larger sedans, the sales channels
have been combined into one franchise that sell all models, including
kei cars and commercial delivery vehicles.

HISTORICAL TROUBLES

ASIAN ECONOMIC DOWNTURN

The benefits
MitsubishiMitsubishi had seen because of its strong presence in
south-east
AsiaAsia reversed themselves as a result of the economic crisis
in the region which began in 1991 with the advent of the collapse of
the
Japanese asset price bubble , referred to in
JapanJapan as the
beginning of the Lost Decade and continued to 1997. The collapse was
partly the result of the
Plaza Accord agreement in 1985, which sought
to equalize the
United StatesUnited States dollar with the
Japanese yen and the
German mark . In September of that year the company closed its Thai
factory in response to a crash in the country's currency and
plummeting consumer demand. The large truck plant, which had produced
8,700 trucks in 1996, was shut down indefinitely. In addition,
MitsubishiMitsubishi had little support from sales in Japan, which slowed
considerably throughout 1997 and were affected by that country's own
economic uncertainty into 1998. Other Japanese automakers, such as
ToyotaToyota and
HondaHonda , bolstered their own slipping domestic sales with
success in the U.S. However, with a comparatively small percentage of
the American market, the impact of the turmoil in the Asian economy
had a greater effect on Mitsubishi, and the company's 1997 losses were
the worst in its history. In addition, it lost both its rank as the
third largest automaker in
JapanJapan to
MazdaMazda , and market share overseas.
Its stock price fell precipitously, prompting the company to cancel
its year-end dividend payment.

In November 1997,
MitsubishiMitsubishi hired
Katsuhiko Kawasoe to replace
Takemune Kimura as company president. Kawasoe unveiled an aggressive
restructuring program that aimed to cut costs by ¥350 billion in
three years, reduce personnel by 1,400, and return the company to
profitability by 1998. But while the program had some initial success,
the company's sales were still stagnant as the Asian economy continued
to sputter. In 1999,
MitsubishiMitsubishi was forced once again to skip dividend
payments. Its interest-bearing debt totalled ¥1.7 trillion.

VEHICLE DEFECT COVER-UP

In what was referred to as "one of the largest corporate scandals in
Japanese history",
MitsubishiMitsubishi was twice forced to admit to
systematically covering up defect problems in its vehicles. Four
defects were first publicised in 2000, but in 2004 it confessed to 26
more going back as far as 1977, including failing brakes, fuel leaks
and malfunctioning clutches. The effect on the company was
catastrophic, forcing it to recall 163,707 cars (156,433 in
JapanJapan and
7,274 overseas) for free repair. Further recalls by Fuso truck after
only six months
MitsubishiMitsubishi scaled back production from 90/day, and
reduced the working week from five days to four. It remained an
ongoing concern in the Australian auto industry as to whether this
would be sufficient to restore the plant to profitability and ensure
its long-term survival.

The drop in local sales could not be mitigated by exports outside of
the Australian and New Zealand market. On February 5, 2008 Mitsubishi
Motors Australia announced it would be closing down its Adelaide
assembly plant by the end of March. Between 700 and 1000 direct jobs
would be lost and up to 2000 jobs will be lost in industries
supporting Mitsubishi's local manufacturing operations.

END OF EUROPEAN PRODUCTION

With operating losses ¥22 billion ($287 million) in Europe for the
fiscal year to March due to stagnant sales in a continent beset by
uncertainty of a raging debt crisis, finally in February 2012
MitsubishiMitsubishi have decided to withdraw production in Europe by the end of
2012. On October 1 it was announced that the Dutch industrial
conglomerate
VDL Groep had taken over
NedCarNedCar from Mitsubishi,
retaining all 1,500 employees.

In 1988,
MitsubishiMitsubishi opened a production facility in the United States
in
Normal, Illinois . The facility was known as Diamond-Star Motors
and was initially a joint venture with
ChryslerChrysler , however Chrysler
sold its stake in the plant to
MitsubishiMitsubishi in 1993. After 1995 the
facility was known as
MitsubishiMitsubishi Motors Manufacturing America (MMMA).
At its peak in 2000, the facility produced over 222,000 vehicles per
year, however following the decline of
MitsubishiMitsubishi in North America,
the plant operated well below capacity for years.

Finally, in July 2015,
MitsubishiMitsubishi announced that it would close the
plant by November, but would continue to sell automobiles in North
America. In 2014, the plant had produced just 69,000 vehicles, roughly
one-quarter of its capacity. Production at the plant ended on 30
November 2015, and most of the employees were laid off. The plant
continued to operate with a minimal staff to produce replacement parts
until May 2016, after which it closed permanently.

FUEL MILEAGE SCANDAL

In early 2016,
MitsubishiMitsubishi partner
NissanNissan found discrepancies between
Mistubishi information and actual fuel consumption while working in
new micro cars for both companies, the eK Wagon, eK Space,
NissanNissan Dayz
and
NissanNissan Dayz Roox.
MitsubishiMitsubishi manufactures micro cars for Nissan,
which no longer makes that class of vehicle itself. Mitsubishi
admitted that they had been giving wrong information on fuel
consumption from 2002 onwards, using inaccurate test methods. Later,
the company said it used fuel economy testing methods that did not
comply with Japanese regulations for 25 years, much longer than
previously known.
MitsubishiMitsubishi management said they did not know about
the issue and that the wrong information came from the micro car
development department. They ordered an investigation led by
investigators not affiliated with the company. The resultant scandal
culminated in
NissanNissan acquiring a controlling interest in MMC in May
2016.
NissanNissan agreed to invest 237.4 billion yen ($2.2 billion US) in
exchange for receiving a 34% ownership stake in
MitsubishiMitsubishi Motors. Due
to dilution of existing shares, other
MitsubishiMitsubishi group companies
(
MitsubishiMitsubishi Heavy Industries,
MitsubishiMitsubishi Corp., and Bank of
Tokyo-
MitsubishiMitsubishi UFJ) will see their combined holdings in Mitsubishi
Motors fall to about 20% from 34% currently.

In May 2016,
MitsubishiMitsubishi Motors announced Tetsuro Aikawa to resign as
the president of the company in effect on June. Both
MitsubishiMitsubishi Motors
and Aikawa denied any top management involvement in the mileage
scandal. The company said much of the mileage-testing work was
assigned to a subsidiary and there was a lack of scrutiny of such
work.

After a starvation of new investment caused by lack of cashflow, the
company introduced the award-winning
MitsubishiMitsubishi i kei car in 2006, its
first new model in 29 months, while a revised Outlander has been
introduced worldwide to compete in the popular XUV market niche. The
next generation of its Lancer and
Lancer EvolutionLancer Evolution was launched in
2007 and 2008.

Slow selling vehicles were eliminated from the U.S. market, purchase
projections for the
Global Engine Manufacturing Alliance have been
scaled back, and 10,000 jobs have been shed to cut costs with 3,400
workers at its Australian plant and other loss-making operations still
under threat. Meanwhile, in an effort to increase production at its
U.S. facility, new export markets for the Eclipse and Galant are
being explored in
UkraineUkraine , the
Middle EastMiddle East , and
RussiaRussia , where the
company's bestselling dealership is located.
MitsubishiMitsubishi has also been
active in OEM production of cars for
NissanNissan , and announced a similar
partnership with
PSA Peugeot Citroën in July 2005 to manufacture an
SUV on their behalf.

MitsubishiMitsubishi reported its first profitable quarter in four years in the
third quarter of 2006, and returned to profitability by the end of
the 2006 financial year, and sustained profitability and global sales
of 1,524,000 through 2007 and later.

In January 2011, the company announced its next mid-term business
plan to introduce eight hybrid and battery-powered models by 2015. It
aimed to sell its first two plug-in hybrids by fiscal 2012.

In May 2016
NissanNissan announced a controlling purchase of Mitsubishi
Motors for an estimated 2 billion U.S. dollars.
NissanNissan stated that
there are no major changes planned for
MitsubishiMitsubishi Motors and sharing
of technologies and platforms can be expected between the two
automobile manufactures.

MANAGEMENT

In 2014 Tetsuro Aikawa was appointed as the president of the company,
becoming the first in more than a decade to have spent an entire
career at the company. The career of Aikawa had been mainly in product
development although he was involved in manufacturing and Japan
domestic sales lately. Osamu Masuko, the previous president, joined
the company from
MitsubishiMitsubishi Corp. in 2004. MMC endured eight
presidents between 1989 and 2004.

MitsubishiMitsubishi Motors started selling its i MiEV , the all-electric
mini-car with a lithium-ion battery pack tucked under its floor, to
retail customers in the summer 2009, a year ahead of schedule. The
automaker had initially planned to start leasing the minicar-based
vehicle to businesses and municipalities in the summer 2009 and to
wait until 2010 for the retail launch. It has also announced its
plans to offer five other e-drive vehicles.

MitsubishiMitsubishi Motors aims to cut the price of its electric vehicles to 2
million yen ($21,890) by fiscal 2012—down 30 percent.

MOTORSPORT

MitsubishiMitsubishi has almost half a century of international motorsport
experience, predating even the incorporation of MMC. Beginning with
street races in the early 1960s, the company found itself gravitating
towards the challenge of off-road racing. It dominated endurance
rallies in the 1970s, the
Dakar Rally from the '80s, and the Group A
and
Group N classes of the
World Rally Championship through the 1990s.
Ralliart (later
MitsubishiMitsubishi Motors Motor Sports ), was Mitsubishi's
racing subsidiary, although the company ceased competing formally in
2010.

CIRCUIT RACING

Mitsubishi's motorsport debut was in touring car racing in 1962, when
it entered its
MitsubishiMitsubishi 500 Super DeLuxe in the
Macau Grand Prix in
an effort to promote sales of its first post-war passenger car. In an
auspicious debut, the diminutive rear-engined sedan swept the top four
places in the "Under 750 cc" category, with Kazuo Togawa taking class
honours. The company returned the following year with their new Colt
600 and again swept the podium with a 1–2–3 in the "Under 600 cc"
class. In its final year of competition with touring cars in 1966,
MitsubishiMitsubishi scored a podium clean sweep in the "750–1000 cc" class of
the 1964 Japanese Grand Prix with the Colt 1000 , their first
front-engined competition vehicle.

The company began concentrating on the Japanese GP's emerging
open-wheel "formula car" categories from 1966, winning the
"Exhibition" class. They also scored class 1–2 in 1967 and 1968, and
reached the podium in 1969 and 1970. They finished on a high with an
overall 1–2 in the 1971
JapanJapan GP, with the two litre
DOHC F2000
driven by Kuniomi Nagamatsu.

During the 1980s
MitsubishiMitsubishi continued to participate in the WRC,
first with the Lancer EX2000 Turbo and the Starion . It then scored
its first outright
Group A victories with a Galant VR-4 in the late
'80s,
MitsubishiMitsubishi homologated the
Lancer EvolutionLancer Evolution , and in the hands
of
FinlandFinland 's
Tommi Mäkinen , winner of the drivers\' title for four
consecutive years (1996–1999), they won the manufacturers\'
championship in 1998 . They have won 34 WRC events since 1973. The
Lancer Evo has also dominated the FIA championship for showroom-ready
cars, winning seven consecutive
Group N titles with four different
drivers from 1995–2001. Even in 2002 when it ostensibly lost the
title, the class-winning manufacturer was Proton using a Lancer
Evo-based Pert.

MitsubishiMitsubishi is also the most successful manufacturer in the history of
the
Dakar Rally , one of the most challenging and dangerous motorsport
events in the world. MMC's maiden entry was in 1983 with their new
Pajero , and it took only three attempts to find a winning formula.
Since then, they have won in 1992, 1993, 1997, 1998, and between 2001
and 2007, an unprecedented seven consecutive victories and twelfth
overall with nine different drivers. They also won the 2003 FIA
Cross-Country Rally World Cup , along with Carlos Sousa .

PARTNERSHIP WITH JACKIE CHAN

MitsubishiMitsubishi has had a 30-year-long association with actor Jackie Chan
, who has used their vehicles almost exclusively in his movies
throughout his career. The
Jackie Chan Cup, first held in 1984, is
an annual celebrity auto race involving international motor
journalists and starlets from across
AsiaAsia in Mitsubishis with
professional touring car drivers alongside for assistance, and was
held before the Macau GP until 2004 when it moved to Shanghai. In
September 2005
Ralliart , Mitsubishi's motorsport arm, produced 50
Jackie ChanSpecialSpecial Edition versions of the Lancer Evo IX ; Chan acts
as the honorary director of Team
Ralliart China.

LOCATIONS

The company has vehicle manufacturing facilities in Japan,
Philippines, and Thailand, and twelve plants co-owned in partnership
with others. In Brazil, it has a production agreement with a local
group with no direct investment from MMC. It also has three further
engine and transmission manufacturing plants, five R vertical-align:
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